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Killexams : IBM Initiate test Questions - BingNews https://killexams.com/pass4sure/exam-detail/000-M224 Search results Killexams : IBM Initiate test Questions - BingNews https://killexams.com/pass4sure/exam-detail/000-M224 https://killexams.com/exam_list/IBM Killexams : IVF Consultation: 6 Questions To Ask Doctor On Your First IVF Appointment

Becoming a parent may appear to be a tough prospect, but going to a fertility clinic for the first time can be even more daunting for a new infertile patient. However, the best way to deal with it is to consult with an expert infertility specialist and ask questions during your first IVF appointment. As we all know, the path to parenthood and the process of IVF treatment are fraught with difficulties. It necessitates cutting-edge technology, expert clinical care, good embryology laboratory and the healthiest diet and lifestyle habits. Even then, the outcome could be negative in a proportion of couples for any reason. For the best results, the IVF specialist, the embryology team, counselling team and the couples must all agree that they must work much together positively to get better results.Also Read - Septuagenarian Couple Welcomes First Baby After 54 years of Marriage in Rajasthan's Alwar

The stress and anxiety are usually caused by the fact that the couples are unfamiliar with the procedure. However, by asking the right questions, you can reduce your stress and anxiety. When you go for your first consultation ask the questions or doubts you have to make the journey much smoother and easier. Also Read - Bigg Boss Fame Sambhavna Seth Breaks Down To Tears While Talking About Her Struggles With Failed IVF Cycles

D.Raajam Murali, Sr.Consultant, Milann Fertility and Birthing Center shared some important questions that you should ask your doctor at first IVF appointment. Also Read - Yoga During IVF: Can You do Yoga During IVF Treatment? Doctor Speaks

Initiate by asking about the success rate of the clinic

The first and most important question you should ask your consultant before beginning any treatment is the success rate of the treatment or IVF. Obtaining the information may enable you to make a more informed decision. However, because we live in a country where there is no regulatory body that oversees IVF clinics and measures success, this is the most indispensable question for you to ask before beginning treatment.

Ask how to prepare for IVF

It is an undeniable fact that IVF can help you experience the joy of parenthood. However, it has also become emotionally, financially, and psychologically draining for the new couple. As a result, the best way to deal with it is to prepare yourself for the mental, physical, emotional, or financial change before beginning treatment. Inquire with your doctor about the procedure, its benefits, number of hospital visits, and the cost of treatment, as well as any complications that may arise during the process. Furthermore, if you can make any lifestyle changes that may increase your fertility, consult your doctor about ways to Strengthen it.

Ask a question about the tests that are needed before IVF

Before beginning the IVF cycle, you must ensure that your health is in good enough condition to carry the pregnancy. The couple will be required to undergo a series of blood tests to determine their sugar level, blood group, Hemoglobin, and the presence of any infections, among other things. In addition, the woman must undergo tests like ultrasound, egg reserve tests and hormone tests Along with the woman’s tests, the male partner may be required to perform semen analysis. Therefore, clearing your doubts before doing the tests and understanding the procedure may reduce your anxiety.

Ask how long the process takes from head to toe

Before beginning, the couple should ideally inquire about the treatment’s process number of hospital visits and duration of treatment. Although the length of an IVF treatment depends on a variety of factors, be sure to inquire about the estimated time frame from the start of the IVF cycle to the end. Bring a calendar to the appointment to check for any important dates, work travel, or other things that need to be scheduled around your cycle dates.

Talk to your doctor about IVF failure and other treatment options

Couples should also consider the possibility of failed IVF cycles, as this is a common occurrence for many patients. However, there is no denying that IVF is a physically demanding procedure. Discuss with your doctor your chances of getting pregnant with IVF, taking into account factors such as age, medical complications, and so on. If there is a chance of failure, you should be aware of your alternatives. Learn about the clinic’s other treatments and your options in the event of a failure. Unrealistic expectations about IVF success can be psychologically damaging for couples, which is why it is critical to clear all your doubts.

Ask about the most preferable option for fresh or frozen embryo transfer

While there is no such thing as a 100% successful IVF procedure, there is always the possibility that the pregnancy will fail in a proportion of couples during the first cycle. In that case, you can always go through the treatment again. Due to the fact that if you have frozen embryos from your first cycle, you can use them. Because frozen embryo transfer has a higher success rate than fresh embryo transfers, most fertility certified opt for frozen embryos transfer.

Aside from the mentioned questions above, you are free to ask as many as you want to clear up any confusion or apprehension. As a result, do not be afraid to ask any treatment-related questions to help ease the process and your mind during the counseling process. 

Tue, 26 Jul 2022 23:56:00 -0500 en text/html https://www.india.com/lifestyle/ivf-consultation-6-questions-to-ask-doctor-at-your-first-ivf-appointment-5538320/
Killexams : Monarch Casino: Best Gaming Stock Bet, Say Portfolio Wealth Builders
Business on Wall Street in Manhattan

Pgiam/iStock via Getty Images

The primary focus of this article is Monarch Casino & Resort, Inc. (NASDAQ:MCRI)

Investment Thesis

21st Century paces of change in technology and rational behavior (not of emotional reactions) seriously disrupts the commonly accepted productive investment strategy of the 20th century.

One required change is the shortening of forecast horizons, with a shift from the multi-year passive approach of buy and hold to the active strategy of specific price-change target achievement or time-limit actions, with reinvestment set to new nearer-term targets.

That change avoids the irretrievable loss of invested time spent destructively by failure to recognize shifting evolutions like the cases of IBM, Kodak, GM, Xerox, General Electric, and many others.

It recognizes the progress in medical, communication and information technologies and enjoys their operational benefits already present in extended lifetimes, trade-commission-free investments, and coming benefits in transportation utilizations and energy usage.

But it requires the ability to make valid direct comparisons of value between investment reward prospects and risk exposures in the uncertain future. Since uncertainty expands as the future dimension increases, shorter forecast horizons are a means of improving the reward-to-risk comparison.

That shortening is now best attended at the investment entry point by knowing Market-Maker ("MM") expectations for coming prices. When reached, their updates are then reintroduced at the exit/reinvestment point and the term of expectations for the required coming comparisons are recognized as the decision entry point to move forward.

The MM's constant presence, extensive global communications and human resources dedicated to monitoring industry-focused competitive evolution sharpens MM price expectations, essential to their risk-avoidance roles.

Their roles require firm capital be only temporarily risk-exposed, so are hedged by derivative-securities deals to avoid undesired price changes. The deals' prices and contracts provide a window to MM price expectations.

Information technology via the internet makes investment monitoring and management time and attention efficient despite its increase in frequency.

Once an investment choice is made and buy transaction confirmation is received, a target-price GTC sell order for the confirmed number of shares at the target price or better should be placed. Keeping trade actions entered through the internet on your lap/desk-top or cell phone should avoid trade commission charges. Your broker's internal system should keep you informed of your account's progress.

Your own private calendar record should be kept of the date 63 market days (or 91 calendar days) beyond the trade's confirmation date as a time-limit alert to check if the GTC order has not been executed. If not, then start your exit and reinvestment decision process.

The 3-months' time limit is what we find to be a good choice, but may be extended some if desired. Beyond 5-6 months' time investments start to work against the process and are not recommended.

For investments guided by this article or others by me target prices will always be found as the high price in the MM forecast range.

Description of Equity Subject Company

"Monarch Casino & Resort, Inc., through its subsidiaries, owns and operates the Atlantis Casino Resort Spa, a hotel and casino in Reno, Nevada. The company also owns and operates the Monarch Casino Resort Spa Black Hawk in Black Hawk, Colorado. As of December 31, 2021, its Atlantis Casino Resort Spa featured approximately 61,000 square feet of casino space; 818 guest rooms and suites; 8 food outlets; 2 gourmet coffee and pastry bars; a 30,000 square-foot health spa and salon with an enclosed pool; approximately 52,000 square feet of banquet, convention, and meeting room space. The company's Atlantis Casino Resort Spa also featured approximately 1,400 slot and video poker machines; approximately 37 table games, including blackjack, craps, roulette, and others; a race and sports book; a 24-hour live keno lounge; and a poker room. In addition, its Monarch Casino Resort Spa Black Hawk featured approximately 60,000 square feet of casino space; approximately 1,100 slot machines; approximately 40 table games; 10 bars and lounges; 4 dining options; 516 guest rooms and suites. The company was founded in 1972 and is based in Reno, Nevada."

Source: Yahoo Finance

Estimates by Street Amalysts

Yahoo Finance

These growth estimates have been made by and are collected from Wall Street analysts to suggest what conventional methodology currently produces. The typical variations across forecast horizons of different time periods illustrate the difficulty of making value comparisons when the forecast horizon is not clearly defined.

Risk and Reward Balances Among MCRI Competitors

Figure 1

MM hedging forecasts

blockdesk.com

Used with permission.

The risk dimension is of genuine price draw-downs at their most extreme point while being held in previous pursuit of upside rewards similar to the ones currently being seen. They are measured on the red vertical scale. Reward expectations are measured on the green horizontal scale.

Both scales are of percent change from zero to 25%. Any stock or ETF whose present risk exposure exceeds its reward prospect will be above the dotted diagonal line. Capital-gain-attractive to-buy issues are in the directions down and to the right.

Our principal interest is in MCRI at location [11], at the lower right-hand edge of the competitor crowd. A "market index" norm of reward~risk trade-offs is offered by SPY at [7]. Most appealing by this Figure 1 view for wealth-building investors is MCRI.

Comparing competitive features of Casino Gaming Providers

The Figure 1 map provides a good visual comparison of the two most important aspects of every equity investment in the short term. There are other aspects of comparison which this map sometimes does not communicate well, particularly when general market perspectives like those of SPY are involved. Where questions of "how likely' are present other comparative tables, like Figure 2, may be useful.

Yellow highlighting of the table's cells emphasize factors important to securities valuations and the security MCRI of most promising of near capital gain as ranked in column [R].

Figure 2

detail comparative data

blockdedk.com

Used with permission.

Why do all this math?

Figure 2's purpose is to attempt universally comparable answers, stock by stock, of: a) How BIG the prospective price gain payoff may be; b) how LIKELY the payoff will be a profitable experience; c) how SOON it may happen; and d) what price drawdown RISK may be encountered during its active holding period.

Readers familiar with our analysis methods after quick examination of Figure 2 may wish to skip to the next section viewing price range forecast trends for MCRI.

Column headers for Figure 2 define investment-choice preference elements for each row stock whose symbol appears at the left in column [A]. The elements are derived or calculated separately for each stock, based on the specifics of its situation and current-day MM price-range forecasts. Data in red numerals are negative, usually undesirable to "long" holding positions. Table cells with yellow fills are of data for the stocks of principal interest and of all issues at the ranking column, [R].

The price-range forecast limits of columns [B] and [C] get defined by MM hedging actions to protect firm capital required to be put at risk of price changes from volume trade orders placed by big-$ "institutional" clients.

[E] measures potential upside risks for MM short positions created to fill such orders, and reward potentials for the buy-side positions so created. Prior forecasts like the present provide a history of relevant price draw-down risks for buyers. The most severe ones actually encountered are in [F], during holding periods in effort to reach [E] gains. Those are where buyers are emotionally most likely to accept losses.

The Range Index [G] tells where today's price lies relative to the MM community's forecast of upper and lower limits of coming prices. Its numeric is the percentage proportion of the full low to high forecast seen below the current market price.

[H] tells what proportion of the [L] trial of prior like-balance forecasts have earned gains by either having price reach its [B] target or be above its [D] entry cost at the end of a 3-month max-patience holding period limit. [ I ] gives the net gains-losses of those [L] experiences.

What makes MCRI most attractive in the group at this point in time is its ability to produce capital gains most consistently at its present operating balance between share price risk and reward at the Range Index [G]. At a RI of 12, today's price is near the bottom of its forecast range, with price expectations to the upside seven times those to the downside. Not our expectations, nut those of Market-Makers acting in support of Institutional Investment organizations build the values of their typical multi-billion-$ portfolios. Credibility of the [E] upside prospect as evidenced in the [I] payoff at +18% is shown in [N].

Further Reward~Risk trade-offs involve using the [H] odds for gains with the 100 - H loss odds as weights for N-conditioned [E] and for [F], for a combined-return score [Q]. The typical position holding period [J] on [Q] provides a figure of merit [fom] ranking measure [R] useful in portfolio position preferences. Figure 2 is row-ranked on [R] among alternative candidate securities, with MCRI in top rank.

Along with the candidate-specific stocks these selection considerations are provided for the averages of some 3,000 stocks for which MM price-range forecasts are available today, and 20 of the best-ranked (by fom) of those forecasts, as well as the forecast for S&P500 Index ETF (SPY) as an equity-market proxy.

Current-market index SPY is only moderately competitive as an investment alternative. Its Range Index of 42 indicates half of its forecast range is to the upside, while three quarters of previous SPY forecasts at this range index produced profitable outcomes.

As shown in column [T] of figure 2, those levels vary significantly between stocks. What matters is the net gain between investment gains and losses actually achieved following the forecasts, shown in column [I]. The Win Odds of [H] tells what proportion of the trial RIs of each stock were profitable. Odds below 80% often have proven to lack reliability.

Recent Forecast Trends of the Primary Subject

Figure 3

daily forecasst trends

blockdesk.com

Used with permission.

Many investors confuse any time-repeating picture of stock prices with typical "technical analysis charts" of past stock price history. These are quite different in their content. Instead, here Figure 3's vertical lines are a daily-updated visual record of price range forecast limits expected in the coming few weeks and months. The heavy dot in each vertical is the stock's closing price on the day the forecast was made.

That market price point makes an explicit definition of the price reward and risk exposure expectations which were held by market participants at the time, with a visual display of their vertical balance between risk and reward.

The measure of that balance is the Range Index (RI).

With today's RI there is 14.8% upside price change in prospect. Of the prior 27 forecasts like today's RI, 25 have been profitable. The market's actions of prior forecasts became accomplishments of +15% gains in 30 market days., or 6 weeks. So history's advantage could be repeated eight times or more in a 252 market-day year, which compounds into a CAGR of +232%.

Also please note the smaller low picture in Figure 3. It shows the past 5-year distribution of Range Indexes with the current level visually marked. For MCRI nearly all accurate past forecasts have been of higher prices and Range Indexes.

Conclusion

Based on direct comparisons with MCRI and other Casino Gambling establishments, there are strong wealth-building reasons to prefer a capital-gain seeking buy in Monarch Casino & Resort, Inc. over other examined alternatives.

Fri, 29 Jul 2022 04:37:00 -0500 en text/html https://seekingalpha.com/article/4527451-monarch-casino-best-gaming-stock-bet-say-portfolio-wealth-builders
Killexams : Interfaces, integration and interoperability of CCTV security systems No result found, try new keyword!It may also include a full digital test environment - a virtual device enabling the developer ... Project update meetings Go beyond an integrator's slick brochures and websites to ask tough questions ... Mon, 30 Aug 2021 03:17:00 -0500 text/html https://www.sourcesecurity.com/insights/co-750-ga.3633.html Killexams : PPG Industries Stock Bottom-Priced By Portfolio Wealth Builders
Business on Wall Street in Manhattan

Pgiam/iStock via Getty Images

Investment Thesis

21st Century paces of change in technology and rational behavior (not of emotional reactions) seriously disrupts the commonly accepted productive investment strategy of the 20th century.

One required change is the shortening of forecast horizons, with a shift from the multi-year passive approach of buy&hold to the active strategy of specific price-change target achievement or time-limit actions, with reinvestment set to new nearer-term targets.

That change avoids the irretrievable loss of invested time spent destructively by failure to recognize shifting evolution like the cases of IBM, Kodak, GM, Xerox, GE and many others.

It recognizes the progress in medical, communication and information technologies and enjoys their operational benefits already present in extended lifetimes, trade-commission-free investments, and coming benefits in transportation utilization and energy usage.

But it requires the ability to make valid direct comparisons of value between investment reward prospects and risk exposures in the uncertain future. Since uncertainty expands as the future dimension increases, shorter forecast horizons are a means of improving the reward-to-risk comparison.

That shortening is now best attended at the investment entry point by knowing Market-Maker expectations for coming prices. When reached, their updates are then reintroduced at the exit/reinvestment point and the term of expectations for the required coming comparisons are recognized as the decision entry point to move forward.

The MM's constant presence, extensive global communications and human resources dedicated to monitoring industry-focused competitive evolution sharpens MM price expectations, essential to their risk-avoidance roles.

Their roles require firm capital be only temporarily risk-exposed, so are hedged by derivative-securities deals to avoid undesired price changes. The deals' prices and contracts provide a window to MM price expectations.

Information technology via the internet makes investment monitoring and management time and attention efficient despite its increase in frequency.

Once an investment choice is made and buy transaction confirmation is received, a target-price GTC sell order for the confirmed number of shares at the target price or better should be placed. Keeping trade actions entered through the internet on your lap/desk-top or cell phone should avoid trade commission charges. Your broker's internal system should keep you informed of your account's progress.

Your own private calendar record should be kept of the date 63 market days (or 91 calendar days) beyond the trade's confirmation date as a time-limit alert to check if the GTC order has not been executed. If not, then start your exit and reinvestment decision process.

The 3-months time limit is what we find to be a good choice, but may be extended some if desired. Beyond 5-6 months time investments start to work against the process and are not recommended.

For investments guided by this article or others by me target prices will always be found as the high price in the MM forecast range.

Description of Equity Subject Company

"PPG Industries, Inc. manufactures and distributes paints, coatings, and specialty materials worldwide. The company's Performance Coatings segment offers coatings, solvents, adhesives, sealants, sundries, and software for automotive and commercial transport/fleet repair and refurbishing, light industrial coatings, and specialty coatings for signs; and coatings, sealants, transparencies, transparent armor, adhesives, engineered materials, and packaging and chemical management services for commercial, military, regional jet, and general aviation aircraft. The company was incorporated in 1883 and is headquartered in Pittsburgh, Pennsylvania.."

Source: Yahoo Finance

PPG Street analyst estimates

Yahoo Finance

These growth estimates have been made by and are collected from Wall Street analysts to suggest what conventional methodology currently produces. The typical variations across forecast horizons of different time periods illustrate the difficulty of making value comparisons when the forecast horizon is not clearly defined.

Risk and Reward Balances Among NYSE:PPG Competitors

Figure 1

PPG stock hedging forecasts

blockdesk.com

The risk dimension is of genuine price draw-downs at their most extreme point while being held in previous pursuit of upside rewards similar to the ones currently being seen. They are measured on the red vertical scale. Reward expectations are measured on the green horizontal scale.

Both scales are of percent change from zero to 25%. Any stock or ETF whose present risk exposure exceeds its reward prospect will be above the dotted diagonal line. Capital-gain-attractive to-buy issues are in the directions down and to the right.

Our principal interest is in PPG at location [2], at the right-hand edge of the competitor crowd. A "market index" norm of reward~risk tradeoffs is offered by SPY at [1]. Most appealing by this Figure 1 view for wealth-building investors is PPG.

Comparing competitive features of Specialty Paint Providers

The Figure 1 map provides a good visual comparison of the two most important aspects of every equity investment in the short term. There are other aspects of comparison which this map sometimes does not communicate well, particularly when general market perspectives like those of SPY are involved. Where questions of "how likely' are present other comparative tables, like Figure 2, may be useful.

Yellow highlighting of the table's cells emphasize factors important to securities valuations and the security PPG of most promising of near capital gain as ranked in column [R].

Figure 2

PPG vs peers detailed comparative data

blockdesk.com

(used with permission)

Why do all this math?

Figure 2's purpose is to attempt universally comparable answers, stock by stock, of a) How BIG the prospective price gain payoff may be, b) how LIKELY the payoff will be a profitable experience, c) how SOON it may happen, and d) what price draw-down RISK may be encountered during its active holding period.

Readers familiar with our analysis methods after quick examination of Figure 2 may wish to skip to the next section viewing price range forecast trends for PPG.

Column headers for Figure 2 define investment-choice preference elements for each row stock whose symbol appears at the left in column [A]. The elements are derived or calculated separately for each stock, based on the specifics of its situation and current-day MM price-range forecasts. Data in red numerals are negative, usually undesirable to "long" holding positions. Table cells with yellow fills are of data for the stocks of principal interest and of all issues at the ranking column, [R].

The price-range forecast limits of columns [B] and [C] get defined by MM hedging actions to protect firm capital required to be put at risk of price changes from volume trade orders placed by big-$ "institutional" clients.

[E] measures potential upside risks for MM short positions created to fill such orders, and reward potentials for the buy-side positions so created. Prior forecasts like the present provide a history of relevant price draw-down risks for buyers. The most severe ones actually encountered are in [F], during holding periods in effort to reach [E] gains. Those are where buyers are emotionally most likely to accept losses.

The Range Index [G] tells where today's price lies relative to the MM community's forecast of upper and lower limits of coming prices. Its numeric is the percentage proportion of the full low to high forecast seen below the current market price.

[H] tells what proportion of the [L] trial of prior like-balance forecasts have earned gains by either having price reach its [B] target or be above its [D] entry cost at the end of a 3-month max-patience holding period limit. [ I ] gives the net gains-losses of those [L] experiences.

What makes PPG most attractive in the group at this point in time is its ability to produce capital gains most consistently at its present operating balance between share price risk and reward at the Range Index [G]. At a RI of 1, today's price is at the bottom of its forecast range, with all price expectations only to the upside. Not our expectations, but those of Market-Makers acting in transaction support of Institutional Investment organizations building the values of their typical multi-billion-$ portfolios. Credibility of the [E] upside prospect as evidenced in the [I] payoff at +18% is shown in [N].

Further Reward~Risk tradeoffs involve using the [H] odds for gains with the 100 - H loss odds as weights for N-conditioned [E] and for [F], for a combined-return score [Q]. The typical position holding period [J] on [Q] provides a figure of merit [fom] ranking measure [R] useful in portfolio position preferences. Figure 2 is row-ranked on [R] among alternative candidate securities, with PPG in top rank.

Along with the candidate-specific stocks these selection considerations are provided for the averages of some 3,000 stocks for which MM price-range forecasts are available today, and 20 of the best-ranked (by fom) of those forecasts, as well as the forecast for S&P500 Index ETF (SPY) as an equity-market proxy.

Current-market index SPY is not competitive as an investment alternative. Its Range Index of 26 indicates 3/4ths of its forecast range is to the upside, but little more than half of previous SPY forecasts at this range index produced profitable outcomes.

As shown in column [T] of figure 2, those levels vary significantly between stocks. What matters is the net gain between investment gains and losses actually achieved following the forecasts, shown in column [I]. The Win Odds of [H] tells what proportion of the trial RIs of each stock were profitable. Odds below 80% often have proven to lack reliability.

Recent Forecast Trends of the Primary Subject

Figure 3

PPG daily hedging forecasts trend

blockdesk.com

(used with permission)

Many investors confuse any time-repeating picture of stock prices with typical "technical analysis charts" of past stock price history. These are quite different in their content. Instead, here Figure 3's vertical lines are a daily-updated visual record of price range forecast limits expected in the coming few weeks and months. The heavy dot in each vertical is the stock's closing price on the day the forecast was made.

That market price point makes an explicit definition of the price reward and risk exposure expectations which were held by market participants at the time, with a visual display of their vertical balance between risk and reward.

The measure of that balance is the Range Index (RI).

With today's RI there is 18% upside price change in prospect. Of the prior 43 forecasts like today's RI, 40 have been profitable. The market's actions of prior forecasts became accomplishments of +11% gains in 47 market days.. So history's advantage could be repeated five times or more in a 252 market-day year, which compounds into a CAGR of +72%.

Also please note the smaller low picture in Figure 3. It shows the past 5 year distribution of Range Indexes with the current level visually marked. For PPG nearly all accurate past forecasts have been of higher prices and Range Indexes.

Conclusion

Based on direct comparisons with SHW and other Paint producers, there are strong wealth-building reasons to prefer a capital-gain seeking buy in PPG Industries, Inc. (PPG) over other examined alternatives.

Tue, 05 Jul 2022 05:16:00 -0500 en text/html https://seekingalpha.com/article/4521814-ppg-industries-stock-bottom-priced-portfolio-wealth-builders
Killexams : Bobidi launches to reward developers for testing companies' AI models

In the rush to build, test and deploy AI systems, businesses often lack the resources and time to fully validate their systems and ensure they're bug-free. In a 2018 report, Gartner predicted that 85% of AI projects will deliver erroneous outcomes due to bias in data, algorithms or the teams responsible for managing them. Even Big Tech companies aren't immune to the pitfalls — for one client, IBM ultimately failed to deliver an AI-powered cancer diagnostics system that wound up costing $62 million over 4 years.

Inspired by "bug bounty" programs, Jeong-Suh Choi and Soohyun Bae founded Bobidi, a platform aimed at helping companies validate their AI systems by exposing the systems to the global data science community. With Bobidi, Bae and Choi sought to build a product that lets customers connect AI systems with the bug-hunting community in a "secure" way, via an API.

The idea is to let developers test AI systems and biases — that is, the edge cases where the systems perform poorly — to reduce the time needed for validation, Choi explained in an email interview. Bae was previously a senior engineer at Google and led augmented reality mapping at Niantic, while Choi was a senior manager at eBay and headed the "people engineering" team at Facebook. The two met at a tech industry function about 10 years ago.

"By the time bias or flaws are revealed from the model, the damage is already irrevocable," Choi said. "For example, natural language processing algorithms [like OpenAI's GPT-3] are often found to be making problematic comments, or mis-responding to those comments, related to hate speech, discrimination, and insults. Using Bobidi, the community can 'pre-test' the algorithm and find those loopholes, which is actually very powerful as you can test the algorithm with a lot of people under certain conditions that represent social and political contexts that change constantly."

To test models, the Bobidi "community" of developers builds a validation dataset for a given system. As developers attempt to find loopholes in the system, customers get an analysis that includes patterns of false negatives and positives and the metadata associated with them (e.g., the number of edge cases).

Exposing sensitive systems and models to the outside world might give some companies pause, but Choi asserts that Bobidi "auto-expires" models after a certain number of days so that they can't be reverse-engineered. Customers pay for service based on the number of "legit" attempts made by the community, which works out to a dollar ($0.99) per 10 attempts.

Choi notes that the amount of money developers can make through Bobidi — $10 to $20 per hour — is substantially above the minimum wage in many regions around the world. Assuming Choi's estimations are rooted in fact, Bobidi bucks the trend in the data science industry, which tends to pay data validators and labelers poorly. The annotators of the widely used ImageNet computer vision dataset made a median wage of $2 per hour, one study found, with only 4% making more than $7.25 per hour.

Pay structure aside, crowd-powered validation isn't a new idea. In 2017, the Computational Linguistics and Information Processing Laboratory at the University of Maryland launched a platform called Break It, Build It that let researchers submit models to users tasked with coming up with examples to defeat them. Elsewhere, Meta maintains a platform called Dynabench that has users "fool" models designed to analyze sentiment, answer questions, detect hate speech and more.

But Bae and Choi believe the "gamified" approach will help Bobidi stand out from the pack. While it's early days, the vendor claims to have customers in augmented reality and computer vision startups, including Seerslab, Deepixel and Gunsens.

The traction was enough to convince several investors to pledge money toward the venture. Today, Bobidi closed a $5.5 million seed round with participation from Y Combinator, We Ventures, Hyundai Motor Group, Scrum Ventures, New Product Experimentation (NPE) at Meta, Lotte Ventures, Atlas Pac Capital and several undisclosed angel investors.

Of note, Bobidi is among the first investments for NPE, which shifted gears last year from building consumer-facing apps to making seed-stage investments in AI-focused startups. When contacted for comment, head of NPE investments Sunita Parasuraman said via email: "We're thrilled to back the talented founders of Bobidi, who are helping companies better validate AI models with an innovative solution driven by people around the globe."

"Bobidi is a mashup between community and AI, a unique combination of expertise that we share," Choi added. "We believe that the era of big data is ending and we're about to enter the new era of quality data. It means we are moving from the era — where the focus was to build the best model given with the datasets — to the new era, where people are tasked to find the best dataset given with the model-complete opposite approach."

Choi said that the proceeds from the seed round will be put toward hiring — Bobidi currently has 12 employees — and building "customer insights experiences" and various "core machine learning technologies." The company hopes to triple the size of its team by the end of the year despite economic headwinds.

Thu, 14 Jul 2022 01:12:00 -0500 en-US text/html https://news.yahoo.com/bobidi-launches-reward-developers-testing-110006471.html
Killexams : Psychology with optional placement year

Overview

Psychology at Ulster University promises high quality teaching in a supportive learning environment.

Summary

BSc Psychology can be taken on a part time basis (up to six years duration with an extra year for the optional placement).


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About this course

About

On this course you can expect to learn interesting new perspectives on how we engage with the world we inhabit. Why do you sleep? Why do people fight? How do we learn? How can we treat mental illness, or care for those in despair? There are many ways to approach such questions, and to this end we provide a comprehensive programme on the major areas of psychology. The programme will emphasise the causes and development of behaviour across the lifespan, and the ways in which people interact with and influence each other. Particular features include training in the scientific methods of enquiry and how psychology can be applied in professional settings. You will attain research skills through laboratory-based practical classes and develop statistical and computer competence.

The course is taught by a dedicated team of enthusiastic psychologists, many of whom have achieved research excellence. The majority are Fellows of the Higher Education Academy, some of whom have received special recognition for their teaching.

Attendance

Lectures and related activities are conducted in lecture theatres and laboratories on campus. The timetable requires attendance across the working week. Part-time students and full-time students are taught together during the normal working day.

Start dates

Teaching, Learning and Assessment

Part-time students normally take between two and four modules each year. At Levels 4 and 5 you will take a range of core modules that provide coverage of psychology in sufficient breadth and depth to meet the requirements of professional recognition. You are required to complete all modules at the lower level before attempting modules at the next level.

Part-time students normally take between two and four modules each year. During Years 1 and 2 you will take a range of core modules that provide coverage of psychology in sufficient breadth and depth to meet the requirements of professional recognition.

Level 4

In Year 1 you study Introductory modules in Psychology, Professional Practice, Research Methods and Statistics, and Psychology Applied to Health.

Level 5

You study Individual Differences, Cognitive Psychology, Psychobiology, Developmental Psychology, Social Psychology, and Advanced Research Methods.

Level 6

At the final level, you will be able to choose from a range of optional modules concerned with advanced subjects in psychology. subjects covered include theoretical and applied issues in social psychology, the development of social behaviour in children and young people, psychology in organisations, health psychology, psychopharmacology, behavioural neuroscience, mental health, forensic psychology, and clinical & counselling psychology.

Content

The content for each course is summarised on the relevant course page, along with an overview of the modules that make up the course.

Attendance and Independent Study

As part of your course induction, you will be provided with details of the organisation and management of the course, including attendance and assessment requirements - usually in the form of a timetable. A course handbook is also made available.

The normal study load expectation for an undergraduate full-time course of study in the standard academic year is 120 credit points. This amounts to around 36-42 hours of expected teaching and learning per week, inclusive of attendance requirements for lectures, seminars, tutorials, practical work, fieldwork or other scheduled classes, private study, and assessment. Part-time study load is the same as full-time pro-rata, with each credit point representing 10 hours of student effort.

Assessment

Assessment methods vary and are defined explicitly in each module. Assessment can be a combination of examination and coursework but may also be only one of these methods. Assessment is designed to assess your achievement of the module’s stated learning outcomes. You can expect to receive timely feedback on all coursework assessment. The precise assessment will depend on the module and may be subject to change from year to year for quality or enhancement reasons. You will be consulted about any significant changes.

Coursework can take many forms, for example: essay, report, seminar paper, test, presentation, dissertation, design, artefacts, portfolio, journal, group work. The precise form and combination of assessment will depend on the course you apply for and the module. Details will be made available in advance through induction, the course handbook, the module specification and the assessment timetable. The details are subject to change from year to year for quality or enhancement reasons. You will be consulted about any significant changes.

The content for each course is summarised on the relevant course page, along with an overview of the modules that make up the course.

Each course is approved by the University and meets the expectations of:

Attendance and Independent Study

As part of your course induction, you will be provided with details of the organisation and management of the course, including attendance and assessment requirements - usually in the form of a timetable. For full-time courses, the precise timetable for each semester is not confirmed until near the start date and may be subject to change in the early weeks as all courses settle into their planned patterns. For part-time courses which require attendance on particular days and times, an expectation of the days of attendance will often be included in the letter of offer. A course handbook is also made available.

Courses comprise modules for which the notional effort involved is indicated by its credit rating. Each credit point represents 10 hours of student effort. Undergraduate courses typically contain 10- or 20-credit modules and postgraduate course typically 15- or 30-credit modules.

The normal study load expectation for an undergraduate full-time course of study in the standard academic year is 120 credit points. This amounts to around 36-42 hours of expected teaching and learning per week, inclusive of attendance requirements for lectures, seminars, tutorials, practical work, fieldwork or other scheduled classes, private study, and assessment. Part-time study load is the same as full-time pro-rata, with each credit point representing 10 hours of student effort.

Postgraduate Masters courses typically comprise 180 credits, taken in three semesters when studied full-time. A Postgraduate Certificate (PGCert) comprises 60 credits and can usually be completed on a part-time basis in one year. A 120-credit Postgraduate Diploma (PGDip) can usually be completed on a part-time basis in two years.

Class contact times vary by course and type of module. Typically, for a module predominantly delivered through lectures you can expect at least 3 contact hours per week (lectures/seminars/tutorials). Laboratory classes often require a greater intensity of attendance in blocks. Some modules may combine lecture and laboratory. The precise model will depend on the course you apply for and may be subject to change from year to year for quality or enhancement reasons. Prospective students will be consulted about any significant changes.

Assessment

Assessment methods vary and are defined explicitly in each module. Assessment can be via one method or a combination e.g. examination and coursework . Assessment is designed to assess your achievement of the module’s stated learning outcomes. You can expect to receive timely feedback on all coursework assessment. The precise assessment will depend on the module and may be subject to change from year to year for quality or enhancement reasons. You will be consulted about any significant changes.

Coursework can take many forms, for example: essay, report, seminar paper, test, presentation, dissertation, design, artefacts, portfolio, journal, group work. The precise form and combination of assessment will depend on the course you apply for and the module. Details will be made available in advance through induction, the course handbook, the module specification and the assessment timetable. The details are subject to change from year to year for quality or enhancement reasons. You will be consulted about any significant changes.

Normally, a module will have four learning outcomes, and no more than two items of assessment. An item of assessment can comprise more than one task. The notional workload and the equivalence across types of assessment is standardised.

Calculation of the Final Award

The class of Honours awarded in Bachelor’s degrees is usually determined by calculation of an aggregate mark based on performance across the modules at Levels 5 and 6 (which correspond to the second and third year of full-time attendance).

Level 6 modules contribute 70% of the aggregate mark and Level 5 contributes 30% to the calculation of the class of the award. Classification of integrated Masters degrees with Honours include a Level 7 component. The calculation in this case is: 50% Level 7, 30% Level 6, 20% Level 5. At least half the Level 5 modules must be studied at the University for Level 5 to be included in the calculation of the class.

All other qualifications have an overall grade determined by results in modules from the final level of study. In Masters degrees of more than 200 credit points the final 120 points usually determine the overall grading.

Figures correct for academic year 2019-2020.

Academic profile

The University employs over 1,000 suitably qualified and experienced academic staff - 59% have PhDs in their subject field and many have professional body recognition.

Courses are taught by staff who are Professors (25%), Readers, Senior Lecturers (20%) or Lecturers (55%).

We require most academic staff to be qualified to teach in higher education: 82% hold either Postgraduate Certificates in Higher Education Practice or higher. Most academic staff (81%) are accredited fellows of the Higher Education Academy (HEA) by Advanced HE - the university sector professional body for teaching and learning. Many academic and technical staff hold other professional body designations related to their subject or scholarly practice.

The profiles of many academic staff can be found on the University’s departmental websites and give a detailed insight into the range of staffing and expertise.  The precise staffing for a course will depend on the department(s) involved and the availability and management of staff.  This is subject to change annually and is confirmed in the timetable issued at the start of the course.

Occasionally, teaching may be supplemented by suitably qualified part-time staff (usually qualified researchers) and specialist guest lecturers. In these cases, all staff are inducted, mostly through our staff development programme ‘First Steps to Teaching’. In some cases, usually for provision in one of our out-centres, Recognised University Teachers are involved, supported by the University in suitable professional development for teaching.

Figures correct for academic year 2021-2022.

Modules

Here is a guide to the subjects studied on this course.

Courses are continually reviewed to take advantage of new teaching approaches and developments in research, industry and the professions. Please be aware that modules may change for your year of entry. The exact modules available and their order may vary depending on course updates, staff availability, timetabling and student demand. Please contact the course team for the most up to date module list.

Year one

Psychology Applied to Health

Year: 1

The focus of this module is to introduce psychological perspectives on health-related behaviour to examine contemporary issues in health psychology. The module will introduce students to the field of health psychology and provide an awareness of the role of psychological theory to understand health behaviour and health-related behaviour change. Important themes are the relationships between human behaviour and health outcomes and the importance of psychological processes to understand and change health behaviours. Key skills such as self-reflection, interpersonal communication and ethical thinking are introduced and embedded in the assessments.

Introduction to Psychology 2

Year: 1

This module builds on PSY131 and offers students a further introduction to some of the main subject areas of psychology. The module is rooted in scientific research and covers the major theoretical aspects of individual differences, cognitive, mental health.and learning. Alongside PSY131 it serves as a supportive knowledge base for later modules in the course.

Introduction to Psychology 1

Year: 1

The purpose of this module is to introduce students to main subject areas of psychology. The module is rooted in scientific research and covers the major theoretical aspects of psychology, with specific reference to areas such as genes, environment, social psychology, developmental psychology, applied behaviour analysis and psychobiology. Alongside PSY111 it serves as a supportive knowledge base for later modules in the course.

Professional Practice and Applications in Psychology

Year: 1

This module is optional

This module highlights the skills needed to study, research and work in the discipline of psychology. The importance of key skills such as self-reflection, interpersonal communication and ethical thinking are introduced and embedded in the assessments. The relevance of these skills to further study and the work environment is emphasised.

Psychological Perspectives on Wellness and Resilience

Year: 1

This module is optional

The purpose of this module is to introduce students to the concept of resilience and in so doing teach them skills for having resilience in the face of commonly experienced stressors and difficulties. In so doing, the module will provide students with a personalized set of strategies and skills for self-care which should optimize their academic and social experiences while at University and beyond.

Year two

Introduction to Research Methods

Year: 2

This module establishes a foundation of basic research skills by introducing key concepts of the scientific method; research designs used in the behavioural and social sciences; a range of graphical and descriptive statistical techniques; statistical inference; hypothesis testing; and, the application of IBM SPSS in data analysis. Teaching methods are lectures and practical classes.

Research Procedures in the Behavioural Sciences

Year: 2

Consolidating on PSY105 this module further develops students' knowledge, skills and competencies with regards to Psychological research methods. The emphasis throughout will be on relating methodological concepts to applied psychological research contexts, in particular the psychology experiment and qualitative methods. The module aims to equip students with the basic experimental, statistical inference, and qualitative methodological skills necessary to understand, conduct and evaluate psychological research.

Year three

Developmental Psychology

Year: 3

This module introduces students to current knowledge of biological, cognitive and psychosocial development. The module includes lectures, laboratory classes and both individual and group work from the outset.

Social Psychology

Year: 3

The module will develop the students' knowledge and understanding of social psychological explanations related to common behaviours such as attitude formation, prejudice and discrimination, interpersonal attraction, social influence, and aggression.

Advanced Research Methods

Year: 3

This module presents methods relating to measurement, design and data analysis in the research process. Issues relating to qualitative methods, experimental and non-experimental designs, and statistical analysis will be addressed during lectures. In addition, experience in the use of multivariate statistical techniques and phenomenological approaches is gained through practical sessions. Students will also be introduced to single case methodology.

Year four

Cognitive Psychology

Year: 4

This module presents the core concepts in contemporary cognitive psychology with an emphasis on the empirical basis of knowledge in the area, on links with other areas of psychology and on everyday applications.

Psychobiology

Year: 4

Psychobiology is a core area of psychology and introduces students to the biological basis of behaviour. The module is structured so there is a wealth for information on signal transmission, brain structures, genetic inheritance prior to the introduction of behaviours where a biological basis is well understood. There is an emphasis on real world applications of knowledge obtained from various methodologies from case reports, to FMRI of the living brain.

Individual Differences

Year: 4

This module will discuss the nature and origins of individual differences in major psychological attributes, involving a range of individual difference abilities and personality traits. It will attempt to provide a grounding in the theory and practice of psychological assessments, including interpretation of psychometric test scores. Attention will be paid to the ethical and historical context of the subjects and introduce the contemporary literature and research directions.

Year five

Psychology Project

Year: 5

Students will complete an independent empirical investigation on a psychological course and present it as a dissertation. The project will be individually supervised and constitutes a culmination of the methodological teaching within the degree.

Evolutionary Psychology

Year: 5

This module is optional

This module will develop knowledge of Evolutionary Psychology and its place in contemporary mainstream Psychology. It will combine Biological and Cognitive Psychology to explain behaviour from the perspective of survival and adaptation to environmental demands. It offers students the chance to develop critical thinking skills in attempting to dismiss or support a controversial theory.

Occupational Psychology

Year: 5

This module is optional

This module is designed to explore worker behaviour in organisations. It addresses the relationship between the organisation and the personnel on social issues inherent in organisations. It also elucidates the organisational structures and procedures that help predict human work behaviours. It will emphasise research designs which have advanced our understanding of work and organisational psychology.

Behaviourism and Social Issues

Year: 5

This module is optional

This module extends students' understanding of behaviour analysis by providing in-depth coverage of its epistemology as well as its application to the analysis of social behaviour.

Development of Social Behaviour

Year: 5

This module is optional

In this module, students will explore the development of social behaviour in children and young people from a variety of theoretical perspectives, examine the environmental factors that influence social development in the home and beyond, look at some real-world issues and problems that impact young people's lives, then explore lifespan development from adolescence to old age. The theory and research examined will illuminate real world issues and problems. The module will also consider how knowledge based on research into the study of social development can be applied in clinical and educational settings. It builds on modules in Year 2, particularly Social Psychology and Developmental Psychology.

Behavioural Neuroscience

Year: 5

This module is optional

This module will develop knowledge of the principles of behavioural neuroscience, the relationship between neuroscience and the behavioural sciences, and contemporary experimental techniques derived from the amalgamation of these disciplines. Teaching involves lectures, and assessment is via an essay, three MCQ quiz sessions, and an unseen written examination.

Applied Behaviour Analysis

Year: 5

This module is optional

This module is for psychology degree students. It builds on the module, subjects in Behaviour Analysis. Emphasis in the module is given to the extension of the principles of behaviour analysis to areas of language and human cognition, and to providing a solid grounding in methodological aspects of applied behaviour analysis, as well as key areas of application to human behavioural problems, including autism and other important subjects in clinical psychology.

Psychopharmacology

Year: 5

This module is optional

This module will develop knowledge of the principles of drug action, the medical use of psychoactive drugs and drug misuse. It will foster understanding of the place of drugs in society and of pharmacological processes. Teaching involves lectures, and assessment is via an essay, three MCQ quiz sessions, and an unseen written examination.

Year six

Psychology at Work

Year: 6

The module addresses aspects of professional psychology and affords students the opportunity to use the skills learned, both in this module and their wider degree to investigate a real-world problem and make recommendations to an organisation.

Developmental Psychology Applied to Learning: From home to classroom

Year: 6

This module is optional

This module will build on students existing knowledge of developmental psychology, advancing their knowledge in complex theories, empirical results and debates within the literature. This module will also link developmental psychology research findings to practice. Students will gain practical research skills and hone their communication through completing coursework activities.

Applied Psychology: Mental Health Practice

Year: 6

This module is optional

The module introduces students to the conceptualisations of mental health and the key psychological approaches to intervening a person with a mental health problem.

The module aims to prepare students to aspects of clinical practice related to the practitioner psychology professions such as Clinical Psychology, Counselling Psychology, and other graduate Psychology roles, such as the Psychological Well-being practitioner. It is hoped that the module will stimulate students' interest in pursuing these specialisms as professional options within Applied Psychology.

Mental Health

Year: 6

This module is optional

This module provides students with a comprehensive insight into current debates and issues in the field of mental health research and practice. An emphasis is placed on prioritising psychological and social factors (as opposed to biology) to help conceptualise mental wellbeing and psychological distress. It will be relevant for students with an interest in the area of mental health, particularly those who intend to pursue a postgraduate career in professional psychology.

Health, Exercise and Sport Psychology

Year: 6

This module is optional

This module will introduce the student to the fields of health psychology, exercise psychology and sport psychology. It will adopt a biopsychosocial approach to health; look at social-cognitive and motivational theories in relation to exercise; and address the importance of factors such as motivation, arousal and self-confidence in sport psychology.

Forensic Psychology and Crime

Year: 6

This module is optional

This module explores the application of psychological theory and research to areas such as offender profiling, victimisation, confessions, sexual and violent crimes, and risk assessment. Students will explore the role that mental illness, social learning, and cognitive processes play in explaining criminality; they will also explore the application of psychology to investigative processes and preventative initiatives for self-harm and suicide in the criminal justice system.

Standard entry conditions

We recognise a range of qualifications for admission to our courses. In addition to the specific entry conditions for this course you must also meet the University’s General Entrance Requirements.

A level

You must satisfy the General Entrance Requirements for admission to a first degree course and hold a GCSE in English Language at grade C or above (or equivalent).

The Subject Committee will consider a range of qualifications, experience and other evidence of ability to complete the course satisfactorily when considering applications for part-time study.

Applied General Qualifications

QCF Pearson BTEC Level 3 Extended Diploma / OCR Cambridge Technical Level 3 Extended Diploma (2012 Suite)

Award profile of DDD

RQF Pearson BTEC Level 3 National Extended Diploma / OCR Cambridge Technical Level 3 Extended Diploma (2016 Suite)

Award profile of DDM

QCF Pearson BTEC Level 3 Diploma / OCR Cambridge Technical Level 3 Diploma (2012 Suite)

Award profile of DD plus A Level Grade B

RQF Pearson BTEC Level 3 National Diploma / OCR Cambridge Technical Level 3 Diploma (2016 Suite)

Award profile of DM plus A Level Grade B

QCF Pearson BTEC Level 3 Subsidiary Diploma / OCR Cambridge Technical Level 3 Introductory Diploma (2012 Suite)

Award profile of D plus A Level Grades BB

RQF Pearson BTEC Level 3 National Extended Certificate / OCR Cambridge Technical Level 3 Extended Certificate (2016 Suite)

Award profile of D plus A Level Grades BB

Irish Leaving Certificate

120 UCAS Tariff Points to include a minimum of five subjects (four of which must be at Higher Level) to include English at H6 if studied at Higher Level or O4 if studied at Ordinary Level

Irish Leaving Certificate UCAS Equivalency

Access to Higher Education (HE)

Overall profile of 65% overall with 65% in each level 3 module (NI 120 Credit Access Course).

Pass GB Access to Higher Education course with 24 Distinctions and 21 Merits

GCSE

GCSE Profile to include Grade C or above in English.

Essential Skills Level 2 Communication will be accepted as equivalent to GCSE English.

English Language Requirements

English language requirements for international applicants
The minimum requirement for this course is Academic IELTS 6.0 with no band score less than 5.5. Trinity ISE: Pass at level III also meets this requirement for Tier 4 visa purposes.

Ulster recognises a number of other English language tests and comparable IELTS equivalent scores.

Exemptions and transferability

Students at Ulster University, in other universities, and Further Education Colleges who have taken modules similar to those in Year 1 may be eligible for entry into Year 2. If student numbers allow, transfer between Psychology courses within the University is also permitted.

Careers & opportunities

Job roles

With this degree you could become:

  • mental health support worker

Career options

Graduates are eligible to enter further training and careers in professional psychology, including educational psychology, clinical psychology, occupational psychology, counselling psychology, and forensic psychology. Graduates will also have acquired knowledge and competencies that will serve as a foundation for other careers that involve working with people and a knowledge of human behaviour, such as teaching, social work, advertising and marketing, the probation service, and personnel management. Many psychology graduates also enter careers in social research and the information technology industry.

Work placement / study abroad

Placement Opportunity (optional)

You will have the opportunity to apply for a place on an extended work experience placement on completion of Level 5 leading to a separate diploma. If you do not wish to apply, or are not successful in gaining a placement, you proceed directly to Level 6.

Professional recognition

British Psychological Society (BPS)

Accredited against the requirements for the Graduate Basis for Chartered Membership (GBC) of the British Psychological Society (BPS).

Fees and funding

Important notice - fees information

Fees illustrated are based on academic year 22/23 entry and are subject to an annual increase.

If your study continues into future academic years your fees are subject to an annual increase. Please take this into consideration when you estimate your total fees for a degree.

Additional mandatory costs are highlighted where they are known in advance. There are other costs associated with university study.

Visit our Fees pages for full details of fees.

Correct at the time of publishing. Terms and conditions apply.

Module Pricing

The price of your overall programme will be determined by the number of credit points that you initiate in the relevant academic year.

For modules commenced in the academic year 2022/23, the following fees apply:

Module Pricing
Credit Points NI/ROI Cost GB Cost International Cost
120 £4,629.60 £9,249.60 £15,360
60  £2,314.80 £4,624.80 £7,680
30 £1,157.40 £2,312.40 £3,840
20  £771.60 £1,541.60 £2,560

NB: A standard full-time undergraduate degree is equivalent to 120 credit points per year.

Scholarships, awards and prizes

The British Psychological Society Undergraduate Award is an annual prize for the final year student with the highest overall degree performance.

The Dr David Shaw Placement Prize is awarded to one student each year in acknowledgment of outstanding work whilst on placement.

Additional mandatory costs

It is important to remember that costs associated with accommodation, travel (including car parking charges) and normal living will need to be covered in addition to tuition fees.

Where a course has additional mandatory expenses (in addition to tuition fees) we make every effort to highlight them above. We aim to provide students with the learning materials needed to support their studies. Our libraries are a valuable resource with an extensive collection of books and journals, as well as first-class facilities and IT equipment. Computer suites and free Wi-Fi are also available on each of the campuses.

There are additional fees for graduation ceremonies, examination resits and library fines.

Students choosing a period of paid work placement or study abroad as a part of their course should be aware that there may be additional travel and living costs, as well as tuition fees.

See the tuition fees on our student guide for most up to date costs.

Disclaimer

  1. The University endeavours to deliver courses and programmes of study in accordance with the description set out in this prospectus. The University’s prospectus is produced at the earliest possible date in order to provide maximum assistance to individuals considering applying for a course of study offered by the University. The University makes every effort to ensure that the information contained in the prospectus is accurate but it is possible that some changes will occur between the date of printing and the start of the academic year to which it relates. Please note that the University’s website is the most up-to-date source of information regarding courses and facilities and we strongly recommend that you always visit the website before making any commitments.
  2. Although reasonable steps are taken to provide the programmes and services described, the University cannot certain the provision of any course or facility and the University may make variations to the contents or methods of delivery of courses, discontinue, merge or combine courses and introduce new courses if such action is reasonably considered to be necessary by the University. Such circumstances include (but are not limited to) industrial action, lack of demand, departure of key staff, changes in legislation or government policy including changes, if any, resulting from the UK departing the European Union, withdrawal or reduction of funding or other circumstances beyond the University’s reasonable control.
  3. If the University discontinues any courses, it will use its best endeavours to provide a suitable alternative course. In addition, courses may change during the course of study and in such circumstances the University will normally undertake a consultation process prior to any such changes being introduced and seek to ensure that no student is unreasonably prejudiced as a consequence of any such change.
  4. The University does not accept responsibility (other than through the negligence of the University, its staff or agents), for the consequences of any modification or cancellation of any course, or part of a course, offered by the University but will take into consideration the effects on individual students and seek to minimise the impact of such effects where reasonably practicable.
  5. The University cannot accept any liability for disruption to its provision of educational or other services caused by circumstances beyond its control, but the University will take all reasonable steps to minimise the resultant disruption to such services.

Testimonials

Causeway Women’s Aid have benefited greatly from our relationship with the School of Psychology at Ulster University. We have had the experience of hosting a student who was well equipped for her placement as a result of the preparation module delivered within the university. The student placement was part of a wider piece of research, “Every Voice Counts”, which was very well planned, executed and launched. This has given us so much valuable information that will inform our future service delivery and lobbying activities.

Mon, 04 Jan 2021 13:50:00 -0600 en-GB text/html https://www.ulster.ac.uk/courses/202223/psychology-with-optional-placement-year-28020
Killexams : Gartner names IBM a 'Leader' for Disaster Recovery as a Service

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Killexams : IoT and industrial AI: Mining intelligence from industrial things
  • By Renee Bassett
  • Cover Story
IoT and industrial AI: Mining intelligence from industrial things
Here’s how to understand what industrial AI can do, how IoT feeds it, and how to start a pilot project of your own
By Renee Bassett

There is nothing "artificial" about the intelligence that can be gleaned from the detailed monitoring of machines, processes, and the people who interact with them. Ever since the time and motion studies of the efficiency experts of the early 1900s, industrial engineers have been turning real-time data into information and decisions that could Strengthen productivity, efficiency, and profits. With the fourth industrial revolution upon us now, artificial intelligence (AI) technology is ready to go to work in ways that are not always obvious.

According to a Gartner Group forecast, The Business Value of Artificial Intelligence Worldwide, 2017-2025, AI and Internet of Things (IoT) "already work together in our daily lives without us even noticing. Think Google Maps, Netflix, Siri, and Alexa, for example. Organizations across industries are waking up to the potential. By 2022, more than 80 percent of enterprise IoT projects will have an AI component-up from less than 10 percent today" (2018).

The takeaway is clear, says data analytics software provider SAS: "If you're deploying IoT, deploy AI with it. If you're developing AI, think about the gains you can make by combining it with IoT. Either one has value alone, but they offer their greatest power when combined. IoT provides the massive amount of data that AI needs for learning. AI transforms that data into meaningful, real-time insight on which IoT devices can act."

AI and machine learning

Artificial intelligence uses a variety of statistical and computational techniques and encompasses a number of terms. Machine learning (ML), a subset of AI, identifies patterns and anomalies in data from smart sensors and devices without being explicitly programmed where to look. Over time, ML algorithms "learn" how to deliver more accurate results.

Because of this learning, "ML outperforms traditional business intelligence tools and makes operational predictions many times faster and more accurately than systems based on rules, thresholds, or schedules," according to SAS. "AI separates signal from noise, giving rise to advanced IoT devices that can learn from their interactions with users, service providers, and other devices in the ecosystem."

"The challenge is that people have not developed the level of trust in artificial intelligence and machine learning that they have in other technologies that automate tasks," says Oliver Schabenberger, COO and CTO of SAS. "People sometimes confuse automation with autonomy, he adds. But have no fear: "AI does not eliminate the need for humans, it just enables them to do their work more effectively," he says.


AI, around since the 1950s, is becoming a mainstream application as a result of the explosion in IoT data volume, high-speed connectivity, and high-performance computing.
Source: SAS


Defining AI applications

Industrial AI can range from low-intelligence applications like automation to higher-end intelligence capable of decision making. It can also be controlled centrally or distributed across multiple machines. According to Gartner vice president and analyst Jorge Lopez, AI applications can be broken down into five levels of sophistication:

Reactors follow simple rules but can respond to changing circumstances within limits (such as basic drones).

  • Categorizers recognize types of things and can take simple actions to deal with them within a controlled environment (warehouse robots).
  • Responders serve the needs of others by figuring out questions and situations (driverless cars, personal assistants).
  • Learners gather information from multiple sources to solve complex problems (IBM Watson, wholly automated military drones).
  • Creators initiate a paradigm shift, such as inventing a new business model. They are not merely tools that people use; they have the potential to engineer actions harmful to humans. They will change humans' relationship to technology as well as people's roles within society and the economy, says Gartner. Therefore, "AI creator applications require profound thought before development."

These five artificial intelligence models have three types of organization, says Gartner: standalone, federation, or swarm. A standalone AI system is an individual entity that acts by itself to solve problems. The enterprise exercises centralized control over it by overseeing the entity as it performs.

In a federation structure, says Gartner, multiple versions of an entity work in the same way but on different problems (e.g., robo-advisors, personal assistants). The enterprise can exercise central control or give more autonomy to the entities. In a swarm structure, multiple entities work together on the same problem (e.g., Intel light show drones, Perdix drones). Control over execution is left to the machines entirely or requires only light human management.


Early AI adopters like retail and banking firms have reaped the benefits of AI, but it is not too late for fast followers, according to Petuum. AI has caught the attention of industrial innovators and naysayers alike.
Source: McKinsey & Company


More than automation

The most common place to start with AI is with automation, but experts say it is a mistake to stop there. The more powerful use of AI is to aid human decision making and interactions. Because AI can classify information and make predictions faster and at higher volumes than humans can accomplish on their own, those terabytes of data being produced by industrial IoT devices are being transformed into powerful tools today.

In a accurate blog post for industrial AI startup Petuum, author Atif Aziz says, "Some industry leaders are zooming past the basics: digitization, cloud infrastructure, monitoring and dashboards. They are putting newly acquired data to good use through AI-driven advanced analytics (e.g., uncovering patterns through system of systems) and automating complex processes. Some early adopters are implementing as many as 100 digital transformation initiatives simultaneously or using AI to automate their core production processes across 30 or more plants," Aziz says.

On the other end of the spectrum, "some folks still need to understand how AI can provide real value and balance the ROI with their limited resources," says Aziz. "The breakneck speed of advancement in the Industrial AI/ML space over the last three years affords a unique advantage for these newcomers. They can skip many of the expensive intermediate steps (e.g., significant investments in data aggregation infrastructure, dashboards, and monitoring centers) and gain the same AI benefits as the savvier early adopters."

Aziz says most industrial AI initiatives fall into three categories. AI for assets includes equipment automation, equipment stabilization, and equipment health. AI for processes includes yield maximization through efficiency gains, automation and stabilization across multiple assets or spanning multiple flows, and quality improvement. AI for operational excellence and/or business agility includes energy cost optimization, predictive maintenance, logistics and scheduling, research and development, and more.

AI for assets

IBM Watson IoT helps organizations make smarter decisions about asset management by combining IoT data with cognitive insights driven by AI. IBM's Maximo enterprise asset management (EAM) system uses Watson IoT technology to make better decisions about critical physical assets in industrial plants-whether they are discrete machines, complex functional asset systems, or human assets.

One Maximo user, Ivan de Lorenzo, is outage planning manager for Cheniere Energy, a Houston-based liquefied natural gas producer. He says that, with the software, "we have better information on assets and maintenance activity, and more sophisticated tools and mechanisms for managing it all. The result is greater operational control and accountability, especially when it comes to planning and scheduling."

AI-based asset life-cycle and maintenance management solutions like Maximo use real-time data collection, diagnostic, and analysis tools to extend an asset's usable life cycle. Use of the software also improves overall maintenance best practices; meets increasingly complex health, safety, and environmental requirements; and controls operational risk by embedding risk management into everyday business processes.

IBM says EAM also helps "control the brain drain among employees facing retirement by [putting] into place proven workflows and enforced best practices that capture the knowledge and critical skills of long-time employees." Such a system also helps a reduced workforce to work more efficiently and cost effectively "by using the captured intellectual experience of skilled workers in a format easily dispersed in a wide range of languages."

AI for processes

AI systems are being used to Strengthen whole processes as well as industrial assets. In an MIT Technology Review Insights publication produced in conjunction with IBM, Raytheon senior principal systems engineer Chris Finlay describes the benefits of replacing document-based information exchange with an AI-compatible digital platform to support engineering and design. "Once you start to capture things digitally, you can start to exploit machine learning or AI algorithms," he says. "You can start to reduce development costs because you can automate tasks that you were doing by hand."

Joe Schmid, director of worldwide sales for IBM Watson Internet of Things, says, "In the engineering process, you define what you want to do, design it, build it, test it, and prove that you've done it. The key is integrating those steps. But integrating is hard."

Customers that Schmid has worked with are often good at one part of the process, such as design, but they do not integrate design into the life cycle. "When they need to change goals or specs, it's all in people's heads," he says. "That doesn't work anymore with the complex systems we have today. One engineer can't have an entire system in their head. That's when errors pop up."

The goal of AI for engineering processes is to create an integrated "system of systems," a closed loop that runs from the requirements phase of product development to real-time monitoring of how consumers are using the product, and then deploy AI systems to analyze the data and leverage that knowledge to Strengthen the product, says Dibbe Edwards, vice president of IBM Watson IoT connected products offerings.

In another example, global building materials company Cemex is on an industry 4.0 journey toward enhanced standardized operations using AI. The ultimate goals are increased efficiencies, reduced fuel and energy consumption, better quality, reduced costs, and improved decision making. The company announced in March that it had installed "AI-based autopilots" for its rotary kiln and clinker cooler systems that will "autosteer" its cement plants and enable autonomous, operator-supervised plant operations.

Cemex used OSIsoft PI systems to power Petuum Industrial AI Autopilot products. The two work with plant control systems to provide precise real-time forecasts for significant process variables, prescriptions for critical control variables, and a supervised autosteer function aligned with business objectives while staying within applicable static and dynamic constraints. The PI systems fuel real-time predictive and prescriptive recommendations.

Rodrigo Quintero, operations digital technologies manager for Cemex, says, "Petuum Industrial AI Autopilot helped us achieve something we didn't think was possible at this time: yield improvements and energy savings up to 7 percent, which is game changing for our industry. Additionally, this is a giant step in digital transformation toward safe, highly standardized operations, that will help us strengthen our high-quality products portfolio while also ensuring we meet our operational and sustainability goals, and minimize costs."

The Autopilot products can ingest data from a variety of sources, including unstructured, images, structured, time series, customer relationship management (CRM) data, enterprise resource planning (ERP) data, and others. The Petuum platform provides sophisticated data processing, data cleansing, and machine/deep learning pipelines to implement advanced AI that is sensitive to linear, temporal, long range, and nonlinear data patterns in a range of industrial use cases.

AI for operational excellence

Staying ahead of maintenance and production challenges to keep precision metals rolling out of its plants on time is a high priority for Ulbrich Stainless Steel & Specialty Metals. That is why the global company chose SAS Analytics for IoT to gain access to the latest suite of AI, machine learning, and streaming analytics available to analyze the data from plant sensors.

Jay Cei, COO at Ulbrich, says, "Collecting machine and sensor data from our factories and integrating that with ERP system data will help us understand the intricate relationships between equipment, people, suppliers, and customers.

Learning what their IoT data means is critical for understanding how the company can become more productive and efficient in the future, Cei says. DJ Penix, president of SAS implementation partner Pinnacle Solutions, says, "Streaming analytics will not only help Ulbrich understand what is happening now with their machines. It will also enable them to predict future events, such as when a machine needs maintenance before it breaks down."

The software provides a simplified way for any user to prepare stationary and streaming IoT data for analysis without specialized skills, says Penex. Whether a data scientist, business manager, or someone in between, they can use SAS Analytics for IoT to quickly select, launch, transform, and operationalize IoT data, he says.

Jason Mann, vice president of IoT at SAS, says companies can no longer afford to ignore the hidden signals in their IoT data. "To thrive, organizations need a solution that addresses data complexity and automates timely and accurate decision making," he adds.

Tips for AI pilot projects

According to a accurate Gartner survey, 37 percent of organizations are still looking to define their AI strategies, while 35 percent are struggling to identify suitable use cases. Once you have developed a solid understanding of AI and its potential applications, it is time to make a case for a pilot. Here are some tips from Gartner for making the pilot project a success.

  1. Be realistic about a timeline. Once you have approval from executives, it can be tempting to think a pilot project will follow quickly. In fact, according to results from Gartner's 2017 Annual Enterprise Survey, 58 percent of respondents in companies currently piloting AI projects say it took two or more years to reach the piloting phase, and only 28 percent of respondents reported getting past the planning stage in the first year.
  2. Aim for fairly soft outcomes, such as improvements to processes, customer satisfaction, products, or financial benchmarking. Gartner Research Circle respondents urged others not to fall into the trap of seeking only immediate monetary gains. Aim initially for less-quantifiable benefits from which financial gains would eventually arise.
  3. Focus on worker augmentation, not worker replacement. AI's potential to reduce staff head count attracts the attention of senior business executives as a potential cost-saving initiative. A more informed expectation, however, is for applications that help and Strengthen human endeavors, as AI promises benefits far beyond automation. Organizations that embrace this perspective are more likely to find workers eager to embrace AI.
  4. Plan for the transfer of knowledge from external service providers and vendors to enterprise information technology and business workers. External service providers can play a key role in planning and delivering AI-powered software, and knowledge transfer is crucial. AI requires new skills and a new way of thinking about problems. These include technical knowledge in specific AI technologies, data science, maintaining quality data, problem domain expertise, and skills to monitor, maintain, and govern the environment.
  5. Choose AI solutions that offer tracking and revealing AI decisions, ideally using action audit trails and features that visualize or explain results. To that end, Gartner predicts that by 2022, enterprise AI projects with built-in transparency will be twice as likely to receive funding from CIOs.
  6. Start small; do not worry about immediate return on investment. Digital transformation should begin with small experiments that are purely for learning, says Gartner. Use the time to pilot projects that employ a variety of technologies to assess which make the most sense for the business.

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Killexams : Identity & Access Management Market Size is projected to reach USD 36.96 billion by 2030, growing at a CAGR of 14.12%: Straits Research

Straits Research - Market Research Strategy | Strategy Consulting | Business Research | Business Consulting | Market Research

The global Identity & Access Management Market was valued at USD 12.85 billion in 2022 and is projected to reach USD 36.96 billion by 2030 at a CAGR of 14.12% from 2022 to 2030. In terms of revenue, North America dominated the market with a 40 percent market share.

New York, United States, July 28, 2022 (GLOBE NEWSWIRE) -- As the number of applications, systems, and data has increased, businesses have realized that requiring a username and password for validating the identities of individuals accessing resources is insufficient.

In order to secure access and prevent data breaches, Identity and Access Management Market tools were developed. The IAM technology is employed to initiate, capture, manage, and record user identities, as well as to grant authorized access to various enterprise resources to the staff of an organization. IAM is the management of individual identities, their authorization, and the provision of access according to predefined rules.

Get a Free trial Copy of This Report @ https://straitsresearch.com/report/identity-and-access-management-market/request-sample

Security Breaches Are Driving the Market

According to industry experts, there was a slight decline in identity theft cases in 2019, which unfortunately reversed in 2020 and 2021 due primarily to the pandemic's effects. According to the Federal Trade Commission (FTC), identity fraud incidents increased by approximately 45 percent in 2020, resulting in enormous financial losses. Javelin Strategy estimates that this trend will continue in 2021, costing North America a total of USD 56 billion. In addition, the FTC reported that more than one million children were victims of identity theft in 2020 and that losses from identity theft increased from USD 1.8 billion in 2019 to USD 3.3 billion in 2020. Forty percent of account takeovers occurred within 24 hours of criminal gaining access to a victim's account, according to Javelin Strategy's 2020 research on identity fraud. Instances of cyberattacks, particularly identity-related frauds, have increased over the past few years, as evidenced by the statistics presented here. The increase in these cyberattacks can be attributed to technologies such as machine learning, which enable attackers to generate multiple variants of malicious code every day. Constantly evolving cyberattacks have a negative impact on the reputations of businesses, their assets, and their bottom lines. Consequently, protecting against cyber threats has become a necessity for the development of businesses. In order to prevent security breaches and cyberattacks, this has prompted businesses to adopt IAM.

Cloud-Based Solutions Are Driving the Market

Organizations today are extremely diverse and receptive to newer trends that Strengthen employee productivity. Companies offer a variety of roles to their employees, have offices in various locations, and require a resource-ready environment for new hires; thus, in order to secure their data, they are focusing on adopting IAM solutions on a large scale. The cloud-based IAM solutions provide increased security and remote access with two-step authentication and verification based on a variety of policies. Moreover, enforcement concerns, security governance, and a decline in the quality of security services within organizations will accelerate the adoption of Identity and access management solutions.

Report Scope

Report Metric

Details

Market Size

USD 36.96 Billion by 2030

CAGR

14.12%

Historical Data

2019-2020

Base Year

2021

Forecast Period

2022-2030

Forecast Units

Value (USD Billion)

Report Coverage

Revenue Forecast, Competitive Landscape, Growth Factors, and Trends

Segments Covered

Component, Deployment and End-Users

Geographies Covered

North America, Europe, Asia-Pacific, LAME and Rest of the World

Key Companies Profiled/Vendors

Microsoft (US), IBM (US), Oracle (US), Broadcom (US), Salesforce (US), Ping Identity (US), Okta (US), HID Global (US), ForgeRock (US), CyberArk (US), RSA Security (US), Avatier (US), ManageEngine (US), SecureAuth (US), EmpowerID (US), SAP (Germany), Simeio (Georgia), OneIdentity (US), FusionAuth (US), Auth0 (US), IDnow (Germany), Zephr (UK), Signzy (US), Civic (US), Trusona (US), Beyond Identity (US).

Key Market Opportunities

The Hybrid Cloud Model Is Expected To Bring In New Opportunities

Key Market Drivers

Security Breaches Are Driving the Market
Cloud-Based Solutions Are Driving the Market

Buy Now Full Report @ https://straitsresearch.com/buy-now/identity-and-access-management-market

The Hybrid Cloud Model Is Expected to Bring in New Opportunities

As the cloud market expands, the need to secure and manage multiple accounts that can be accessed via the cloud by employees also increases, resulting in a rise in the adoption of IAM solutions. Historically, organizations viewed IAM technologies as capital expenditures, and they had to be purchased and implemented on-premises. There was a significant cost structure associated with the successful implementation of IAM projects, which required months of intensive labor. With the proliferation of the cloud, this trend is now changing, making implementation and access to cloud-based IAM services simpler. Hybrid deployments of IAM solutions aid end-users in selecting between IAM technologies that can be deployed on-premises and technologies that can be accessed in the cloud. This transition in the market, coupled with attractive pricing options such as a monthly subscription model and pay-as-you-go, affords IAM service providers the opportunity to expand their market presence. Additionally, cloud-based IAM solutions for consumers require fewer capital expenditures and less implementation time. This factor, along with the growth of SMEs, is anticipated to increase the adoption of consumer IAM solutions across all sizes of organizations.

Regional Analysis

In terms of revenue, North America dominated the market with a 40 percent market share. Regarding the adoption of cyber technology and its infrastructure, North America is regarded as the most developed region. In North America, cyber security is regarded as a serious economic and national security challenge due to the increasing number of security threats and data breaches in this region. The changing needs of the workforce, BYOD trends, the increasing adoption of cloud applications, the need to ensure compliance with regulations, and the push for organizations in this region to adopt IAM solutions are expected to fuel the market's growth. The region also contains a number of large corporations and small and medium-sized businesses, making the protection of the consumer data of the large labor force the organization's top priority. All of these factors augur well for market demand in identity access management during the forecast period.

From 2022 to 2030, it is anticipated that the Asia-Pacific market will have the highest CAGR. The region includes emerging economies including China, India, Japan, and Australia. Numerous small and medium-sized businesses are located in these nations. It is difficult for SMEs to adopt identity access management due to the high investment required; nevertheless, the region is undergoing a transition, and factors such as rising Internet usage, rising smartphone adoption, and compliance regulations are driving the market.

Key Highlights

  • The global Identity & Access Management Market was valued at USD 12.85 billion in 2022 and is projected to reach USD 36.96 billion by 2030 at a CAGR of 14.12% from 2022 to 2030.

  • This market can be segmented on the basis of components, deployment, end-users, competitors, and regions.

  • Security Breaches and Cloud-Based Solutions are driving the market for Identity and Access Management solutions.

  • By 2030, North America is anticipated to have the largest market share, with the Asia Pacific emerging as the fastest-growing market.

Get a Free trial Copy of This Report @ https://straitsresearch.com/report/identity-and-access-management-market/request-sample

Key Companies in The Global IAM Market Include

  • Microsoft(US),

  • IBM (US),

  • Oracle (US),

  • Broadcom(US),

  • Salesforce(US),

  • Ping

  • Identity(US),

  • Okta(US),

  • HID

  • Global(US),

  • ForgeRock(US),

  • CyberArk(US),

  • RSA

  • Security(US),

  • Avatier(US),

  • ManageEngine(US),

  • SecureAuth(US),

  • EmpowerID(US),

  • SAP(Germany),

  • Simeio(Georgia),

  • OneIdentity(US),

  • FusionAuth(US),

  • Auth0(US),

  • IDnow(Germany),

  • Zephr(UK),

  • Signzy(US),

  • Civic(US),

  • Trusona(US),

  • BeyondIdentity(US).

Segmentation of the Global IAM Market

By Component

  • Audit, Compliance & Governance

  • Directory Service

  • Multifactor Authentication

  • Provisioning

  • Password Management

  • Single Sign-On

By Deployment

By End-Users

By Regions

  • North America

  • Asia Pacific

  • Europe

  • LAMEA

TABLE OF CONTENT

  1. Introduction

    1. Market Definition

    2. Market Scope

  2. Research Methodology

    1. Primary Research

    2. Research Methodology

    3. Assumptions & Exclusions

    4. Secondary Data Sources

  3. Market Overview

    1. Report Segmentation & Scope

    2. Value Chain Analysis: Identity and Access Management Market

    3. Key Market Trends

      1. Drivers

      2. Restraints

      3. Opportunities

    4. Porter’s Five Forces Analysis

      1. Bargaining Power of Suppliers

      2. Bargaining Power of Buyers

      3. Threat of Substitution

      4. Threat of New Entrants

      5. Competitive Rivalry

    5. Market Share Analysis

  4. Component Overview

    1. Introduction

      1. Market Size & Forecast

    2. Audit

      1. Market Size & Forecast

    3. Compliance & Governance

      1. Market Size & Forecast

  5. Deployment Overview

    1. Introduction

      1. Market Size & Forecast

    2. Cloud

      1. Market Size & Forecast

    3. Hybrid

      1. Market Size & Forecast

  6. Regional Overview

    1. Introduction

      1. Market Size & Forecast

    2. America

      1. North America

      2. U.S.

        1. By Component

        2. By Deployment

      3. Canada

        1. By Component

        2. By Deployment

      4. Mexico

        1. By Component

        2. By Deployment

      5. Latin America

        1. By Component

        2. By Deployment

    3. Europe

      1. Market Size & Forecast

      2. Germany

        1. By Component

        2. By Deployment

      3. France

        1. By Component

        2. By Deployment

      4. U.K.

        1. By Component

        2. By Deployment

      5. Italy

        1. By Component

        2. By Deployment

      6. Spain

        1. By Component

        2. By Deployment

      7. Rest of Europe

        1. By Component

        2. By Deployment

    4. Asia Pacific

      1. Market Size & Forecast

      2. Japan

        1. By Component

        2. By Deployment

      3. China

        1. By Component

        2. By Deployment

      4. Australia

        1. By Component

        2. By Deployment

      5. India

        1. By Component

        2. By Deployment

      6. South Korea

        1. By Component

        2. By Deployment

      7. Rest of Asia-Pacific

        1. By Component

        2. By Deployment

    5. Middle East & Africa

      1. Market Size & Forecast

      2. Saudi Arabia

        1. By Component

        2. By Deployment

      3. South Africa

        1. By Component

        2. By Deployment

      4. Kuwait

        1. By Component

        2. By Deployment

      5. Rest of Middle East & Africa

        1. By Component

        2. By Deployment

  7. Company Profile

    1. Microsoft

      1. Company Overview

      2. Financial Performance

      3. Recent Developments

      4. Product Portfolio

    2. IBM

      1. Company Overview

      2. Financial Performance

      3. Recent Developments

      4. Product Portfolio

    3. Oracle

      1. Company Overview

      2. Financial Performance

      3. Recent Developments

      4. Product Portfolio

  8. Conclusion & Recommendation

  9. Acronyms & Abbreviations

Table of Content and Figure @ https://straitsresearch.com/report/identity-and-access-management-market/toc

Recent Developments

  • Microsoft acquired Nuance in March 2022 to enable organizations across industries to accelerate their business goals using conversational AI and ambient intelligence in conjunction with Microsoft's trusted industry cloud offerings.

  • In February 2022, Ping Identity introduced PingOne DaVinci, a new no-code identity orchestration service that enables organizations to integrate and orchestrate identity services from multiple vendors.

  • IBM acquired SXiQ, an Australian digital transformation services company that specializes in cloud applications, cloud platforms, and cloud cybersecurity, in November 2021.

  • Okta launched Okta Identity Governance in April 2021, which provides a modern, cloud-first approach to IGA. Okta Identity Governance provides the most important capabilities of identity governance and administration in a cloud-first solution.

  • Broadcom partnered with Google Cloud in April 2021 to accelerate innovation and strengthen cloud services integration in order to provide enterprises with secure access to cloud applications and enhanced performance.

  • Oracle released the proactive Enterprise Single Sign-On Suite Plus (ESSO) terminal patch for 11.1.2.3.2 in July 2020. This update is known as the 31071051 Patch.

News Media
Rising Usage of Cloud-Based Technologies to Drive the Demand for IT Asset Disposition Market
COVID-19 is Likely to Make Significant Impact in the Adoption of Personal Cloud Storage (PCS) Market
Increasing Popularity of the Cloud Services to Bolster the Security as a Service Market Growth
Colossal Shift Towards Cloud Technology across Industrial Sectors Drives the Business Plan Software Market

Have a Look at the Related Research Report               
IoT Security MarketInformation by Solution (Analytics, Encryption, Threat Management, Identity and Access Management), Type, Application, and Region — Forecast Till 2026
AI in IoT Market : Information by Component (Software Solutions, Services), Technology (Machine Learning,Deep Learning), Application (Transportation & Mobility) and Region-Forecast Till 2026
Consumer Identity and Access Management (IAM) Market: Information by Service (Professional Services), Solution (Advanced Authentication), Deployment, Industry Vertical-Forecast Till 2026

About Straits Research Pvt. Ltd.

StraitsResearch is a market intelligence company providing global business information reports and services. Our exclusive blend of quantitative forecasting and trends analysis provides forward-looking insight for thousands of decision-makers. Straits Research Pvt. Ltd. provides actionable market research data, especially designed and presented for decision making and ROI.

Whether you are looking at business sectors in the next town or crosswise over continents, we understand the significance of being acquainted with the client’s purchase. We overcome our clients’ issues by recognizing and deciphering the target group and generating leads with utmost precision. We seek to collaborate with our clients to deliver a broad spectrum of results through a blend of market and business research approaches.

For more information on your target market, please contact us below:

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